Please use this identifier to cite or link to this item: https://doi.org/10.1109/TEM.2008.922638
Title: Managing information technology project escalation and de-escalation: An approach-avoidance perspective
Authors: Pan, G.
Pan, S.L. 
Newman, M.
Keywords: Approach-avoidance theory
Case study
De-escalation
Escalation
Process theory
Issue Date: 2009
Source: Pan, G., Pan, S.L., Newman, M. (2009). Managing information technology project escalation and de-escalation: An approach-avoidance perspective. IEEE Transactions on Engineering Management 56 (1) : 76-94. ScholarBank@NUS Repository. https://doi.org/10.1109/TEM.2008.922638
Abstract: This paper presents an integrated theoretical process model for identifying, describing, and analyzing the complex escalation and de-escalation phenomena in software development projects. The approach-avoidance theory is used to integrate core elements of various escalation theories into a holistic, explanatory framework for the two phenomena. We use a processmodel to identify antecedent conditions, sequences of events, critical incidents, and outcomes over the course of a project. The analysis also operates at multiple levels: project, work, and environment. This highlights the recursive interactions between project, organizational work activities, and their contexts during the software project development process. By conceiving the processes of commitment escalation and de-escalation as sequences of events involving recurring approach-avoidance decision conflict, this research allows a deeper understanding of the ambiguity and dilemma that decision makers face during project escalations and de-escalations. Our proposed model was both informed by a detailed case study that exhibits both project escalation and de-escalation conditions, and at the same time, illuminates the perspectives of various stakeholders. © 2008 IEEE.
Source Title: IEEE Transactions on Engineering Management
URI: http://scholarbank.nus.edu.sg/handle/10635/42550
ISSN: 00189391
DOI: 10.1109/TEM.2008.922638
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